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Leading DevOps Application Release and Deployment - Best Practices for Organization Leaders and Managers

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Explore the emerging best practices for leading organizational change to adopt application release and deployment. A variety of principles & practices will be described and illustrated through actual client cases.

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Leading DevOps Application Release and Deployment - Best Practices for Organization Leaders and Managers

  1. 1. © IBM Corporation Accelerating Product and Service Innovation Leading DevOps Application Release and Deployment Best practices for managers and organization leaders Peter Spung Integration Executive, DevOps Deploy and UrbanCode, IBM Software, Rational Dibbe Edwards Vice President, DevOps Capabilities Development, IBM Software, Rational Oct 9, 2014
  2. 2. © IBM Corporation Accelerating Product and Service Innovation Agenda  Introductions  Context for organization leaders: the only constant in technology is change. And the bottom line, of course.  Tenets & practices for embracing change and delivering applications faster with high quality  Dialog with Dibbe, a change agent who has embraced DevOps – Key practices learned along her org’s DevOps journey – Leaders’ role in embracing the practices and leading organizational change 2 Joe Wochna Peter Spung Dibbe Edwards
  3. 3. © IBM Corporation Accelerating Product and Service Innovation The only constant in technology is change.  Change is breathtaking, and accelerating  No turning back from our digital online lives  Here come new platforms: Cloud, Mobile, Analytics & Social, that must be Secure  …wait a minute, didn’t we just ‘finish’ SOA & Web 2.0 and Agile? (huff, puff, deep breath) 3 “If it takes just months now for new emergent technologies to insert themselves into the mainstream and change behavior, and you’ve got a 12-24 month development and deployment cycle (typical of most banks' IT) – you’ll be at least three to four years behind if you want to wait to see someone else’s ROI demonstrated.” - Brett King, Bank 3.0 Source: “From exponential technologies to exponential innovation”, Deloitte University press.
  4. 4. © IBM Corporation Accelerating Product and Service Innovation The only constant in technology is change.  Technology adoption and innovation have risen to the top of the CEO’s agenda 4
  5. 5. © IBM Corporation Accelerating Product and Service Innovation The only constant in technology is change. And the bottom line of course.  Technology adoption and innovation have risen to the top of the CEO’s agenda  …while improving shareholder returns, efficiency and the bottom line have never left it. 5 “Management must always, in every decision and action, put economic performance first. It can only justify its existence and its authority by the economic results it produces. There may be great non-economic results: the happiness of the members of the enterprise, the contribution to the welfare of culture of the community. Yet management has failed if it fails to produce economic results.” - Peter Drucker, The Practice of Management, a continual international bestseller since first released in 1954
  6. 6. © IBM Corporation Accelerating Product and Service Innovation Innovation at speed is increasingly about software delivery.  So, you have your remit: innovate faster, with new technology, improved efficiency, cost effectiveness, and user delight / quality  Software driven innovation and its delivery is absolutely crucial. 6
  7. 7. © IBM Corporation Accelerating Product and Service Innovation Agile speeds up dev. DevOps speeds up software delivery and overall throughput. Quality, efficiency and speed mutually reinforce.  Software delivery improvement hinges on Agile and Automation via DevOps.  Agile is often an accelerant & precursor to DevOps. These are both hot: the state of the art and practice in application development, delivery and support.  Key technical practices of DevOps are Continuous Integration and Continuous Delivery  High quality, high speed and reduced costs are mutually reinforcing parts of a lean, automated and balanced pipeline 7
  8. 8. © IBM Corporation Accelerating Product and Service Innovation But how? Top 10 best leadership practices from our most successful clients.  Form a team of skilled & trusted experts in the key technical practices, a CoE or a SWAT team. • Key roles: architect, lead dev, release eng, QA lead, ops mgr • Not empire building. Literally, job is to put themselves out of business after wide org adoption of practices and automation tools.  Establish a change agenda and guiding coalition of org leaders as stakeholders. • Grass roots approach and a technical CoE are great; absolutely necessary. Yet insufficient. • Accompanying sunshine, light, heat, air and nourishment are better. Ie, mission, budget, clout, and executive air cover. Without it, the grass and its roots will die.  To motivate internally, leverage the early adopters and their success stories. • 10x improvements are common. Eg, Deployment time from weeks to a day; days to minutes. Resources from dozens to less than half dozen. • See ‘Links to more information’ slide at the end. Links, facts and tools you can use to convince your org leaders.  Relentlessly embrace automation – you are going to need tools. And there are decades of work in your backlog awaiting your creative people. • Why should they be trapped doing mundane, manual script running topped with added excitement of vilification by the leaders for errors? • Life’s too short, the backlog too great, the stakes too high, and computers are great at this.  Do a Proof of Concept. Automation is new in this part of the workflow – be sure it fits your org 8 Source: Common best practices from 10 Client led DevOps Deploy sessions during Innovate 2014, client UrbanCode case studies, and 1x1 client interactions.
  9. 9. © IBM Corporation Accelerating Product and Service Innovation But how? Top 10 best leadership practices from our most successful clients.  Develop an ROI case to win friends and influence people in the CFO’s staff. • Returns go directly to economic performance and the bottom line. • See ROI whitepaper and calculator in the ‘Links to more information’ at the end  Pick a key project or application, and get a quick win • Choose a new, visible project. Try to avoid getting mired in complex, sprawling legacy apps; attack those later. • Use DevOps CD practices and automation tool. • WIN. Deliver it with fewer errors, more often, with fewer people. For example, to a test environment. • …then, repeat with additional practices, environments, projects or apps.  Measure! Common mindsets among stakeholders: • “In God we trust. Everyone else bring data.” and • “If you can’t measure it, you don’t understand it and can’t manage it.”  Communicate regularly the progress and wins with the stakeholders, and with the broader org. • DevOps automation approach begins to sell itself. • CoE or SWAT team will get a backlog. Good problem to have.  Celebrate, and have fun. Combine those repeated quick wins & comm into celebration events. • Change initiatives are hard work, and high risk. • With practice, you will get good at this. And that is fun -- Mastery is very rewarding and fulfills us. 9 Source: Common best practices from 10 Client led DevOps Deploy sessions during Innovate 2014, client UrbanCode case studies, and 1x1 client interactions.
  10. 10. © IBM Corporation Accelerating Product and Service Innovation 10 Interview with an IBM change agent and DevOps org leader: Dibbe Edwards Dibbe’s blog.
  11. 11. © IBM Corporation Accelerating Product and Service Innovation You can get a view into the continuous delivery pipeline and technical practices for Rational’s Jazz products developed by Dibbe’s team View of the active dashboard: View the dashboard, blog and interaction via this link to jazz.net 11
  12. 12. © IBM Corporation Accelerating Product and Service Innovation www.ibm.com/devops
  13. 13. © IBM Corporation Accelerating Product and Service Innovation Links to more information  Dibbe’s blog on enterprise DevOps best practices for executives  Peter’s blog – ditto for managers  IBM IBV Software Edge study: software innovation equals business success  IBM DevOps web site  IBM DevOps Point Of View  DevOps for Dummies eBook  DevOps Deploy web site: application release & deployment automation web site  Application Release & Deployment for Dummies eBook  Whitepaper on ROI: The Value of Deployment Automation  ROI Calculator: calculate the benefits and return of deployment automation using IBM UrbanCode Deploy  Results and ROI from client case studies: – Fidelity Worldwide Investments – Copyright Clearance Center – Nationwide Insurance – Amica Insurance – IBM Global Technology Services – Numerous client case studies, quotes, testimonials and facts about IBM UrbanCode release and deploy solutions, and IBM DevOps solutions from Rational Software from TechValidate’s independent research – Blog entries summarizing client payoffs here and here.  Automation practices blog and continuous delivery pipeline status of Dibbe’s Jazz dev team are here. 13
  14. 14. © IBM Corporation Accelerating Product and Service Innovation © Copyright IBM Corporation 2014. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. www.ibm.com/devops

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